2 . In a recent meeting we attended, the word “culture” came up 27 times in 90 minutes. Business leaders all believe a strong organizational culture is ________ to success, yet culture tends to feel like some magic force that few know how to control. In our study, we find that answering the following three questions can help transform culture from a mystery to a(n) ________:
How does culture drive performance?
After analyzing 50 major companies, we came to one conclusion: ________ we work determines how well we work. The companies most famous for their cultures maximize the positive motives (动机), while minimizing the negative ones.
The six main reasons for which people work are “play, purpose, potential, emotional pressure, economic pressure, and inertia (惯性)”. The latter three motives tend to ________ performance. That is because those people are no longer thinking about work. They’re thinking about the disappointment, or the ________, or why they’re bothering to do it at all. They don’t ________ the quality of the work itself. By contrast, a high-performing ________ always maximizes the play, purpose, and potential, which is known as creating total motivation.
What is culture worth?
While it is ________ to measure whether someone is being creative, it’s relatively easy to calculate total motivation of an organization. Take for example the airline industry. All airline companies share the same terminals and use the same planes, but customer satisfaction ________ widely across airlines. When we measured the total motivation of employees of four major airlines, and compared the result with customer satisfaction, we saw that an airline’s culture closely ________ customer satisfaction. ________, cultures that inspired more play, purpose, and potential produced better customer outcomes, and in turn generated more profits.
What elements in an organization ________ motivation?
By surveying thousands of workers, we found the most sensitive element is whether an organization can allow an employee to ________ with its mission and behavioral code. For example, Medtronic enables its engineers to see how the medical devices they’ve designed are used in hospitals, so that they can see the purpose of their work. An executive of Walmart, the well-known supermarket, told us that in monthly meetings he always emphasized how much Walmart had saved for the ________—rather than how much money Walmart had made.
A great culture is not easy to build. Leaders have to treat culture building as an engineering project, not a ________ one.
1. A.resistant | B.critical | C.inferior | D.subject |
2. A.science | B.restriction | C.tradition | D.instinct |
3. A.how | B.when | C.why | D.whether |
4. A.encourage | B.assess | C.distinguish | D.hurt |
5. A.display | B.reward | C.mystery | D.wit |
6. A.care about | B.make out | C.set aside | D.put up |
7. A.potential | B.technique | C.culture | D.reform |
8. A.essential | B.difficult | C.bold | D.valid |
9. A.functions | B.differs | C.revolves | D.pioneers |
10. A.resembled | B.justified | C.predicted | D.exploited |
11. A.By contrast | B.In the end | C.As usual | D.In other words |
12. A.protest | B.affect | C.lose | D.substitute |
13. A.identify | B.coincide | C.tremble | D.interact |
14. A.customers | B.employers | C.engineers | D.spectators |
15. A.mutual | B.delicate | C.magical | D.precise |